Xiuli Sun

Unethical pro-organizational behavior (UPB) is unethical behavior driven by an intention to assist an organization. This study is one of the first attempts to examine the consequences of UPB. We argue that such types of behaviors can induce failure in self-regulation and thereby give rise to counterproductive work behavior (CWB). Based on self-regulation theory, we theorize that the breakdown in three fundamental mechanisms (i.e., moral standards, monitoring, and discipline) explains the link between UPB and CWB. Moreover, moral identity internalization can temper these breakdown processes such that employees with higher levels of moral identity internalization are less likely to experience moral disengagement, workplace entitlement, or self-control depleting after enacting UPB, and therefore, will engage in less CWB. We conducted a 7-day experience sampling study of 95 financial service employees in a Chinese bank to test our theoretical model. The results indicated that transgressions committed with the intention of helping the organization would ultimately harm the organization, especially for those with lower moral identity internalization. Theoretical and practical implications are discussed.

Extant research has identified various effects of leader humor on subordinates and work groups. In contrast, less research has explored the influence of leader humor on leaders themselves and leaders’ subsequent behaviors. To address these issues, we drew from ego depletion theory and investigated when and how leader humor impacted leader workplace deviance. We argued that leader humor along with high impression management motive would bring increased ego depletion to leaders themselves and ultimately result in more leader workplace deviance. We tested our theoretical model using a three-wave time-lagged field survey data collected from 103 leaders and 595 subordinates, as well as an experiment involving 487 leader participants, which provided overall support for our hypotheses. Our findings revealed the possible dark side of leader humor influencing both leaders themselves and organizations. Theoretical contributions and new avenues for future research are addressed.

From the perspective of entrepreneurial team processes, this study examines the effect of dynamic team environment on entrepreneurial team innovation. Through applying the uncertainty reduction theory and group process theory, this study proposes the influence mechanism and boundary condition of the relationship between dynamic team environment on entrepreneurial team innovation. By analyzing a sample of 270 entrepreneurial teams in China, this study found that dynamic team environment could evoke entrepreneurial team innovation via triggering team members’ agreement seeking behavior and then promoting team knowledge integration. In addition, team centralization of decision making can weaken the relationship between agreement seeking behavior and team knowledge integration. Our findings contribute to a better understanding of entrepreneurial teams’ reactions to dynamic environment and the multistep mechanism that transfers the impact of dynamic team environment to entrepreneurial team innovation through team members’ reactions and team interactions.

BACKGROUND: It has been argued that what differentiates delusional ideation from full-blown delusions (indicating need for care) is not the number of beliefs, but the experiential dimensions such as conviction, distress, and preoccupation. However, how these dimensions evolve over time and affect outcomes is under-researched. While delusional conviction and distress are associated with reasoning biases and worry respectively in clinical samples, how these processes predict trajectories of delusional dimensions in the general population remains unclear. METHOD: Young adults (age 18-30) were screened for delusional ideation on the Peters et al. Delusions Inventory. Participants with at least one delusional ideation were randomly selected for a 4-wave assessment (6-month apart). Trajectories of delusional dimensions were separately identified by latent class growth analyses, then compared on baseline levels of jumping-to-conclusions bias, belief inflexibility, worry, and meta-worry. RESULTS: The longitudinal sample consisted of 356 individuals (drawn from a community sample of 2,187). For each of the three dimensions (conviction, distress, and preoccupation), four-group linear models were identified-high stable, moderate stable, moderate decreasing, and low stable. The high stable group exhibited worse emotional and functional outcomes at 18 months than the other three groups. Worry and meta-worry predicted group differences, and notably differentiated the moderate decreasing groups from the moderate stable groups. Contrary to hypothesis, jumping-to-conclusions bias was milder in the high/moderate stable groups than the low stable group for conviction. CONCLUSIONS: Distinct trajectories of delusional dimensions were predicted by worry and meta-worry. Differences between the decreasing and stable groups carried clinical implications. (PsycInfo Database Record (c) 2023 APA, all rights reserved).